Conceptualizing executive hubris: the role of (hyper‐)core self‐evaluations in strategic decision‐making

By N. Hiller, Donald C. Hambrick. 2005

722 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Political Science and International Relations

View Paper: https://www.semanticscholar.org/paper/a6b322321ce9a0daad494a648c112baaa5f0af64

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Political Science and International Relations

Citations in the corpus

Executive Hubris: The Case of a Bank CEO (2013, positive): “A sign of high or unstable self esteem (Hiller and Hambrick 2005) – referred to in this study as excessive self esteem – is added as a sign of narcissistic-speak.”
The influence of CEO demographic characteristics on corporate risk-taking: evidence from Chinese IPOs (2016, background): “Hiller and Hambrick (2005) find that CEO overconfidence may lead to faster, less comprehensive, and more centralized decisions.”
Top Management Conservatism and Corporate Risk Strategies: Evidence from Managers' Personal Political Orientation and Corporate Tax Avoidance (2015, background): “, 2011) or by using proxies that more cleanly capture executives’ cognitive states such as narcissism (Chatterjee and Hambrick, 2007), core self-evaluation (Hiller and Hambrick, 2005; Simsek, Heavey, and Veiga, 2010), or emotions (Delgado-Garcia and De La Fuente-Sabate, 2010).”
Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership (2013, background): “…(emotional stability), but it says little with regard to how viewing others may influence workplace performance via social learning, nor whether such self-views are an accurate portrayal of self-abilities (i.e., hyper-CSE has been suggested as a proxy for hubris; see Hiller and Hambrick 2005).”
CEO Hubris and Firm Risk Taking in China: The Moderating Role of Managerial Discretion (2010, methodology): “Moderate confidence can help spur executives to achieve more than they otherwise might have done (Hiller & Hambrick, 2005).”
Too arrogant for their own good? Why and when narcissists dismiss advice (2015, background): “However, like overconfidence but in contrast to narcissism, CSE does not include spite toward other people (Hiller & Hambrick, 2005), the need for being special and unique (Cisek et al., 2014), attention seeking behavior (Miller, Lynam, & Campbell, 2014), or the tendency to over-claim knowledge and…”
Entrepreneurs' Optimism And New Venture Performance: A Social Cognitive Perspective (2009, background): “Accordingly, optimistic persons prefer to work with individuals similar to themselves on this dimension (Hiller & Hambrick, 2005).”
The Acquisitive Nature of Extraverted CEOs (2017, background): “Keywords: personality, chief executive officers, mergers and acquisitions, extraversion The personalities of chief executive officers (CEOs) affect not only their own individual behavior but also the behavior of the firms they lead (e.g., Hambrick and Mason, 1984; Hiller and Hambrick, 2005).”
Emotions in strategic organization: Opportunities for impactful research (2012, background): “…at least since the 1970s with influential concepts such as escalating commitment (Staw, 1976; Staw and Ross, 1987), strategic issues conceived as threats or opportunities (Jackson and Dutton, 1988; Staw et al., 1981), or top management hubris (Hayward and Hambrick, 1997; Hiller and Hambrick, 2005).”